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MOBILITY AS A SERVICE EXPLORING THE OPPORTUNITY FOR MOBILITY AS A SERVICE IN THE UK
July 2016
ABOUT THE TRANSPORT SYSTEMS CATAPULT
The Transport Systems Catapult is the UK’s technology and innovation centre for Intelligent Mobility – the future of transport systems. We exist to drive UK global leadership in Intelligent Mobility, promoting sustained economic growth and wellbeing, through integrated, eficient and sustainable transport systems. Our vision is to create an environment that will make the UK a world leader in transport systems innovation.
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
FOREWORD
Our research shows that travellers and other transport users increasingly view transport as a service which they want to buy when they need it. Our transport services need to better suit customers’ circumstances and provide options that align with their lifestyles. One size its all is no longer an option.
Dynamically updated and user-relevant information
should be the norm, not an exception. This is evident
in the way customers adopt services such as Uber.
In the future, this trend will continue due to growth
of urban populations and changing preferences of
younger generations that care less about ownership
and more about experiences. This trend will be
especially evident when the car industry confronts an
environment where customers prefer not to buy cars
but instead require only occasional access to a vehicle
and service – this represents a clear shift from an
ownership model, to a service model.
The availability of data, processing power and the
ubiquitous use of mobile phones have enabled
travellers and their needs to be better understood.
Passengers no longer need to collect and keep
timetables to work out the most optimal connections
between transport modes. There is a plethora of
personalised apps designed to serve travellers - these
apps deliver information in real-time to help avoid
congestion and delays and enable the customer to
choose a travel option according to the speciic travel
need.
Tailored travel options can be made possible -
whether it is the fastest route, low-cost route, most
direct route, most environmentally friendly, or most
accessible service for persons with reduced mobility,
or those travelling with children. This is all enabled by
technological advancement, combined with the rise
of new business models such as Mobility as a Service
(MaaS).
STEVE YIANNI
CEO, Transport Systems Catapult
MaaS is a key focus area for the Transport Systems
Catapult – it can help address our Intelligent Mobility
Goals; this report moves us forward with our vision for
supporting the delivery of Mobility as a Service in the
UK.
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
© Transport Systems Catapult 2016
This disclaimer governs the use of this report. By using this report, you accept this disclaimer in full. This report (including any enclosures and attachments)
comprises information, indings and analysis of our research activity. We do not represent, warrant, undertake or guarantee that the use of guidance in the
report will lead to any particular outcome or result nor that it is suficient for making decisions. To the maximum extent permitted by law we accept no liability
for any loss, including without limitation loss of or damage to proits, income, revenue, use, production, anticipated savings, business, contracts, commercial
opportunities or goodwill in respect of the use of this report.
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
Contents
About the Transport Systems Catapult......................................................................................................................... ................. 2
Foreword ............................................................................................................ ....................................................................................... 3
Executive summary................................................................................................................ ................................................................ 6
1. Introduction................................................. .................................................................................................... ............................8
Purpose of this report ................................................................................................................................................. 8
Structure of this report .............................................................................................................................................. 8
2. What is Mobility as a Service? .............................................................................................................................................. 9
Deining MaaS ............................................................................................................................................................ 10
A day in the life of a MaaS customer ................................................................................................................... 13
Who develops the MaaS offering? ....................................................................................................................... 14
The core innovation in the MaaS model ............................................................................................................. 16
The beneits of MaaS ................................................................................................................................................ 17
3. The Mobility as a Service Ecosystem .............................................................................................................................. 18
The MaaS reference architecture ........................................................................................................................ 19
Policy, Business and the Consumer relationships .......................................................................................... 20
Transport Operator, Data Provider and MaaS Provider relationships ................................................... 23
Technology and Information relationships ....................................................................................................... 26
4. Opportunities for MaaS innovation ................................................................................................................................. 28
Drivers of investment in MaaS innovation ........................................................................................................ 28
Trends supporting MaaS growth........................................................................................................................... 31
Early Stage risks for MaaS investment ............................................................................................................. 33
5. MaaS and Transport Policy .................................................................................................................................................. 34
MaaS alignment to Department for Transport policy ................................................................................... 34
MaaS alignment with wider Government Department Policy .................................................................... 36
MaaS can support Local Government policy .................................................................................................... 36
Is MaaS a risk for Policy Makers? ........................................................................................................................ 37
6. How policy can support MaaS growth ............................................................................................................................. 38
The barriers to MaaS growth and potential interventions.......................................................................... 38
Future Challenges for Policy Makers .................................................................................................................. 40
7. Strategic choices for MaaS growth ................................................................................................................................. 42
Potential MaaS Growth Scenarios – Constrained and High Growth ....................................................... 43
Potential outcomes from MaaS growth ............................................................................................................. 44
Potential pathways for achieving MaaS outcomes ....................................................................................... 46
The Constrained Growth Scenario ....................................................................................................................... 47
The High Growth Scenario ...................................................................................................................................... 47
8. Summary of Key Findings .................................................................................................................................................... 48
Glossary ............................................................................................................ ...................................................................................... 49
References........................................................................................................... .................................................................................. 50
Acknowledgements ............................................................................................................................................................................. 51
5
Global interest in Mobility as a Service
(MaaS) is growing and the concept is gaining
the attention of the UK public and private
sectors. MaaS offers an opportunity to
improve how people and goods move, both
from the perspective of the policy maker
and for travellers themselves.
The Transport Systems Catapult has deined MaaS
as using a digital interface to source and manage
the provision of a transport related service(s) which
meets the mobility requirements of a customer. This
deinition seeks to encapsulate the vision of a MaaS
Provider offering their customer, any type of travel
experience using any type of transport service, public
or private. Innovation is expected to lead to new
MaaS offers for the consumer; market conditions will
shape which are made available.
There are two core strengths to the MaaS business
model: servitisation, whereby the MaaS Provider
creates a value proposition that comprises a ‘bundle’
of different mobility services; and Data Sharing,
whereby the MaaS Provider shares data on the
mobility needs of customers, to help Transport
Operators improve their service.
To explore the enablers of MaaS growth, it is
necessary to understand the relationships between
the many stakeholders, technologies and capabilities
that are involved in delivering MaaS. The use of a
MaaS reference architecture is a useful starting point
for understanding the stakeholder requirements and
capabilities; there will be no one MaaS model that
‘its all’.
There are several trends that support future MaaS
growth. Consumers are increasingly expecting their
experiences in transport and other sectors, to be
delivered as a ‘service’, and to get more value as a
result. Technology change and the opening up of
transport datasets has already added signiicant
value to travellers. Additionally changes in mobility
consumption means greater adoption of new mobility
models and this may lead to a move away from
car ownership.
Evidence that MaaS growth requires policy
intervention, may be found in the ‘narrow’ set of
features available in current MaaS offerings. For
example, although the taxi service apps have gained
customers by offering some MaaS features e.g. easier
transactions, they have not signiicantly improved
multi-modal journeys. There are several reasons
for this and barriers have been identiied which
may prevent the MaaS ecosystem from reaching its
potential in the short-term.
As well as the potential beneits of MaaS, there is a
risk that growth in MaaS could result in a number of
negative consequences. A key question for policy
makers is ‘what type of MaaS do they want to see
grow?’ Our scenario analysis looked at two potential
outcomes that could result from using different
interventions. One outcome is the scenario where
MaaS Providers offer consumers a service focussed
on car vehicle transport e.g. taxi, carshare and
rideshare services. The other outcome is a scenario
where consumers are offered a fully multi-modal
service. The MaaS growth scenarios identiied in
this report can be used to map potential pathways to
achieving different MaaS outcomes.
EXECUTIVE SUMMARY
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
MaaS COULD CHANGE OUR TRAVEL BEHAVIOUR
• The impact of MaaS is unknown. MaaS could result in more journeys and distances
travelled by car or potentially less; it could support national and local transport policy
or challenge it but further research is needed.
• MaaS offers the potential to address many of the transport challenges facing society by
engaging new business models and technology – it offers policy makers an opportunity for
achieving travel behaviour change and managing travel demand.
MaaS COULD CHANGE THE TRANSPORT SECTOR
• Existing transport operators face signiicant opportunities but also threats from MaaS
growth. Transport operators may move away from a business to consumer model, to
focussing on supplying transport capacity directly to MaaS Providers.
• MaaS has the potential to provide transport authorities with rich data to help them manage
their transport systems and networks.
MaaS GROWTH COULD BENEFIT FROM POLICY INTERVENTION
• There are signiicant barriers that are preventing MaaS growth and policy interventions
may be required to address them.
• The beneits of MaaS success are compelling and there are many potential pathways for
policy makers to engage the private sector to achieve desired MaaS outcomes.
• MaaS value propositions can be developed to suit a range of target customers, however the
private sector may develop business models that do not align with existing policy goals.
Delivering MaaS presents a considerable scope of change for stakeholders in the MaaS ecosystem. Policy makers have an opportunity to shape how the MaaS marketplace grows. We have identiied the following key indings that can be considered by policy makers when examining the MaaS opportunity:
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
1. INTRODUCTION
PURPOSE OF THIS REPORT
The purpose of this report is to explore the opportunity MaaS offers UK, with a focus on the future role of
transport policy. The report is designed to provide readers with an introduction to MaaS and highlight how
policy could support MaaS growth.
Over 40 organisations representing a range of MaaS stakeholders from different sectors, industries and
transport operators, were involved in developing the report’s indings; stakeholder acknowledgement is
provided at the end of the report.
This report is an output from the Transport Systems Catapult’s programme to support MaaS development
in the UK. The study was led by the Transport Systems Catapult and commissioned and supported by the
Department for Transport (DfT).
STRUCTURE OF THIS REPORT
This report is structured as follows:
• Chapter 2 provides an introduction to the concept of MaaS and outlines its potential beneits.
• Chapter 3 describes the stakeholders in the MaaS ecosystem.
• Chapter 4 outlines the opportunities for further MaaS innovation.
• Chapter 5 highlights how MaaS aligns to existing policy areas.
• Chapter 6 looks at how the barriers to MaaS growth could be addressed.
• Chapter 7 considers potential strategies for achieving different MaaS outcomes.
• Chapter 8 provides a summary of the report’s key indings.
Mobility as a Service (MaaS) provides new opportunities to improve customer travel choice and support greater eficiency in how our transport services are provided. The Transport Systems Catapult views MaaS as a signiicant opportunity to use Intelligent Mobility innovation to realise beneits for industry and travellers.
Global interest in MaaS is growing and the concept is gaining the attention of UK public and private
sectors. MaaS, as a concept, is broader in scope than seeking to improve just one aspect of our travel
experience, such as ticketing or journey planning information. Instead MaaS seeks to transform the
way in which we choose how we travel from A to B and it provides an opportunity for policy makers to
secure beneits for society.
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
2. WHAT IS MOBILITY AS A SERVICE?
MaaS is a new concept that offers consumers access to a range of vehicle types and journey experiences. MaaS may be perceived by travellers as a ‘better choice’ and may change how we currently travel. In the future the private car may not be perceived as such a popular choice for getting from A to B.
There is uncertainty as to how the MaaS marketplace will develop; MaaS offerings may take many
forms and be marketed to different types of customer. Providing mobility using MaaS may result in
consumers deciding they no longer need to own a car. It may also have other consequences, such as
increasing the number of journeys or leading to mode-shift away from public transport.
This chapter describes what MaaS could look like from the perspective of the customer. It then
identiies the stakeholders that are needed to deliver it and the beneits that MaaS could provide to
different stakeholders.
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
FIGURE 1: The opportunity for developing MaaS offers
DEFINING MaaS
Traditionally our mobility has been provided for by
managing leets of vehicles around networks, framed
by strategic transport planning objectives. MaaS,
as a service model, turns this on its head by putting
the customer irst and framing the mobility systems
around customer preferences. MaaS offers an
opportunity to improve how people and goods move,
both from the perspective of the policy maker and for
travellers themselves.
The ‘as a service’ business model that is integral to
MaaS, is commonplace in many digital enterprises,
for example, the IT sector’s success with ‘Software
as a Service’. The term mobility is chosen instead of
‘transport’, because the service model is associated
with understanding the ‘who?’ and ‘why?’ of customers’
mobility requirements and only then is the transport
solution offered as the ‘how?’ In this way MaaS is seen
as consumer-centric and MaaS Providers can match a
mobility solution to an individual consumer need.
Consumers in many parts of the UK already make use
of MaaS related services. These are associated with
navigation, journey information, cashless payment
as well as managed access to transport services
including taxi, bus, rail and shared transport journeys.
Figure 1 illustrates where the MaaS value proposition
sits in terms of combining the services provided
by transport modes. It also shows the capabilities
associated with improving travellers’ customer
experience.
DIVERSITY
CA
PA
BIL
ITY
MaaS value proposition
Personalised service
Dynamic Journey management
Flexible payment
Easy transactions
Journey planning
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
Using the outputs from stakeholder workshops, the Transport Systems Catapult have deined the
concept of MaaS as:
This deinition of MaaS encapsulates the ability for the service to offer any type of travel experience using any
form of transport service, public or private.
Market conditions will shape the MaaS offerings made available on the market (reference Figure 2) and we
expect that innovation in MaaS will result in consumers having a wide range of mobility services.
As well as the choice of Transport Operator services that MaaS offers the consumer, research has identiied a
set of MaaS customer experience features that will be valued by the customer1 (reference Table 1).
Using a digital interface to source and manage the provision of a transport related service(s) which meets the mobility
requirements of a customer
FIGURE 2: Developing the MaaS offering
MaaS CUSTOMER(S)
Customer requirements for a mobility service
MaaS PROVIDER(S) - DESIGN OF SERVICE OFFERING
Access to transport assets and services
Transport Operator(s), Asset(s) and Service(s)
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
TABLE 1: Potential Customer Experience Features of MaaS
FEATURE BENEFIT PERCEIVED BY THE CUSTOMER
Personalised Service A personalised service that builds a relationship between the customer and the MaaS Provider, so
that relevant travel choices can be anticipated and provided.
Ease of Transaction The customer can conveniently access transport operator assets and services by using a range of
devices, for example a smartphone, smartwatch, smartcard or bank card.
Ease of Payment The customer can pay for their mobility to suit their needs - choice of pay-as-you-go, pre-pay or
post-pay including the use of a monthly subscription model can be offered.
Dynamic Journey Management The customer is provided with a dynamic journey management service that keeps the user informed
in real-time if their journey expectations will need to change.
Journey Planning A journey planning service allows a customer to plan their journey based on their personal
preferences - for example, time, cost, comfort, convenience.
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
13
A DAY IN THE LIFE OF A MaaS CUSTOMER
Figure 3 provides a potential use case for a suburban family; it
describes a scenario of how customers may derive value from MaaS.
Melinda is 35 years old and lives with her husband and two
children in Tyldesley, a semi-rural area about 12 miles
north-west from Manchester, where the most convenient transport
mode option is the private vehicle. Melinda’s household owns two cars. Her husband, Tom, uses
one of the vehicles every day to commute to his workplace at Salford, which is 10 miles away and
usually takes him a minimum of 35 minutes, but in some cases up to 60 minutes. Melinda uses
their other vehicle to drop the children at school in Bolton and then drives back to Tyldesley to her
workplace. Both Melinda and her husband suffer a lot of trafic problems when driving and decide
they want a change.
Melinda’s family subscribe to a MaaS offering in an attempt to make their daily travels less
stressful. She irst downloads the MaaS Provider’s app to her and her husbands’ smartphones,
and opens their family account. During the registration, she answers a number of questions and
the MaaS app offers her and her husband a ‘Family Package’; which she inds very appealing. The
package includes national rail, bus, on-demand mini-bus and bike sharing.
The next day, Melinda has a look at the options she has for taking the children to school. She types
in the address of the school and sees that the MaaS operator offers an on-demand school bus that
can pick her children up and take them straight to school. She hits ‘submit’ and can see the real-time
location of the bus, its predicted arrival time, its registration plate and driver. The school bus arrives
at her front door 15 minutes later. She uses the MaaS app to log that her children have boarded the
bus. As Melinda saved time from not driving her children to school, she decides to have a pre-work
coffee with her co-workers.
Melinda’s husband Tom also plans his journey to work in the morning. He orders the mini-bus, which
shortly arrives. As he boards the mini-bus the MaaS app starts counting the distance travelled.
When the mini-bus arrives at the train station, Tom uses the MaaS app as a virtual ticket. Arriving at
Salford, Tom receives a message that the route he was planning on taking with a bike is closed due
to an accident and that he is better off walking an alternative route. He still gets to his ofice 15
minutes earlier than yesterday.
After a month of using MaaS, Melinda’s family life has completely changed. They have sold Melinda’s
car and offer the other car for short term rental using the MaaS operator’s website (community car
club). In exchange Melinda’s family gets credit in their MaaS account, which they use to buy mobility
services. Due to the time they save on their daily commutes they now have more time to have family
breakfasts and have saved money by selling their cars.
FIGURE 3: MaaS use case ‘a day in the life’
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
TABLE 2: Deinition of stakeholder roles in the MaaS ecosystem
WHO DEVELOPS THE MaaS OFFERING?
MaaS involves a range of different stakeholders, each of whom play an important part in developing and
delivering the MaaS offering. These stakeholders form a MaaS ecosystem (reference Table 2).
STAKEHOLDER ROLE
The Customer Consumes the MaaS offer from the MaaS Provider.
The MaaS Provider Designs and offers the MaaS value proposition to satisfy customer demand.
The Data Provider Acts as a data broker to service the data and information sharing requirements of the Transport
Operators and MaaS Provider.
The Transport Operator Provides the transport assets and services including public and private transport, highway capacity,
urban-realm assets such as car parking, electric vehicle charging points, and digital assets such as
ITS infrastructure.
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
15
The extent to which enterprises fulil one or more roles in the MaaS ecosystem, will be dependent on market
conditions. There are many existing examples of businesses securing a position across the Transport Operator,
Data Provider and MaaS Provider layers of the ecosystem. For example Uber’s taxi based MaaS offering, or
alternatively the Train Operating Companies and carshare enterprises that provide apps for their passengers’
use. In contrast to occupying a ‘full stack’ within the MaaS ecosystem, there are examples of businesses
focussing on a narrower set of capabilities, associated with one role; examples include travel information and
journey planning apps.
FIGURE 4: Simpliied MaaS value chain
MaaS CUSTOMER(S)
Digital and business model validation
Digital and business model validation
Digital and business model validation
MaaS PROVIDER(S)
DATA PROVIDER(S)
TRANSPORT OPERATOR(S)
Service
Delivery
Insight
& Actions
Data
Transmission
Service
Requirements
Information
Requirements
Data
Requirements
The Figure 4 illustrates the value that each of these actors provide to the MaaS ecosystem. Taken together, the
stakeholders form a value chain that supports the delivery of MaaS, through the formation of a viable business
model, enabled by digital services.
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
COMMUTER DRIVES
TO WORK
COMMUTER CARSHARES
TO WORK
COMMUTER DRIVES
TO THE GYM AFTER
WORK
COMMUTER WALKS
TO THE GYM AFTER
WORK
COMMUTER DRIVES
HOME
COMMUTER GETS
A TAXI HOME
FIGURE 5: Example of MaaS supporting a customer who wants to reduce Single Occupancy Vehicle use
WITHOUT MaaS
WITH MaaS
16
THE CORE INNOVATION IN THE MaaS MODEL
The core innovation in MaaS is the ability for the MaaS Provider to aggregate Transport Operator services
using a digital platform. The aggregator business model is well known in other sectors; one example in the retail
sector is Amazon.com.
By fulilling the position of an aggregator, MaaS could change the way the Transport Operators interface with
their customers. There are two core strengths to the MaaS business model in this regard:
• Servitisation: whereby the MaaS Provider creates a value proposition that comprises a ‘bundle’ of
different mobility services. This can create competition in the Transport Operator marketplace by
incentivising Transport Operators to innovate to maintain or grow their market share.
• Data Sharing: whereby the MaaS Provider shares data on the mobility needs of customers, to help
Transport Operators improve their service. Without the MaaS Provider, lack of co-operative
competition between Transport Operators may prevent this type of innovation, especially
where Transport Operators compete for the same customers.
A theoretical example to show how the servitisation and data sharing capabilities of MaaS may be used by the
consumer is illustrated in Figure 5. This example illustrates the potential for a MaaS Provider to address their
customer’s lifestyle needs and by being successful in this, support behaviour change. In this example the gym
organisation may be subsidising the taxi fare; the customer may only perceive the role of the MaaS Provider in
terms of the MaaS ‘deal’ chosen.
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
TABLE 3: Potential beneits of MaaS for stakeholders
THE BENEFITS OF MaaS
From a transport policy perspective, a strength of MaaS is its ability to secure a strong customer relationship
with the traveller. This ability offers the potential to break some of the challenging societal dimensions
that shape mobility demand. A mix of operational factors (e.g. school start times) and implicit social norms
(e.g. presenteeism in the workplace) currently generate peak travel demand on transport networks and this
often leads to trafic congestion. The potential for a MaaS Provider to manage the mobility needs of both
workplaces and employees may support a reduction in peak hour travel demand.
As well as the beneits accrued by the MaaS Provider, the other stakeholders in the MaaS ecosystem (Transport
Providers, Data Providers, Transport Operators and Customers) can gain from the opportunities that MaaS
offers (reference Table 3).
BENEFIT OF MaaS OUTCOME
MaaS provides additional value that supports customer
lifestyle requirements.
Mobility expenditure channelled through the MaaS
Provider, may provide cost savings for the customer.
MaaS offers customers the ability to take part in the
sharing economy, by sharing their transport assets e.g.
car, cycle, motorcycle.
Reduced transport costs and potential to supplement
income.
More eficient use of transport management tools and
resources to meet the needs of citizens
More eficient use of transport management tools and
resources to meet the needs of citizens.
Potential to crowd-source traveller demand and
willingness to pay for access to highway capacity. May
also enable highway authorities to control how MaaS
travellers access highway assets.
More effective policy making as a result of improved
insight regarding traveller needs.
Potential to support new mobility services and could
support the redistribution of government mobility
subsidy e.g. English National Concessionary Travel
Scheme; MaaS customers could receive these funds
directly from the Authority to then purchase MaaS.
Improvement to transport services in areas where
market competition between Transport Operators is low
and travel choice is restricted.
Incentivised travel behaviour change can result in more
sustainable travel patterns.
Transport policy goals are supported.
Provides the capability to manage data exchange with
the Transport Operator and gives access to new markets
for data brokerage services.
Additional revenues and market growth.
Data analytics capabilities can support the design of
the customer value proposition and gives access to new
markets for data analytics.
Additional revenues and market growth.
Enables travel behaviour change to secure passenger
growth and access to new passenger markets.
Revenue growth opportunity from previously ‘unreachable’
customer markets.
Creates potential for competition between engaged
Transport Operators leading to improved levels of
service offered by Transport Operators.
Greater market-share through successfully competing in
the Transport Operator marketplace.
TH
E C
US
TO
ME
R
(TR
AV
EL
LE
R)
TH
E C
US
TO
ME
R (
PO
LIC
Y M
AK
ER
)T
HE
DA
TA P
RO
VID
ER
TH
E
TR
AN
SP
OP
RT
OP
ER
AT
OR
(S)
17
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
3. THE MOBILITY AS A SERVICE ECOSYSTEM
THE MaaS REFERENCE ARCHITECTURE
A MaaS reference architecture was developed using information collated via a literature review and the outputs
from several stakeholder workshops. Each requirement was reviewed and linked to one of the following four
‘capability’ domains.
• Consumer – describes what various customer segments will value from using MaaS.
• Business – describes business drivers for risk and investment.
• Technology and Information – scoping the technology and data requirements needed to support MaaS.
• Policy and Regulation – scoping the policy areas that could enable MaaS.
Four ‘actor’ domains were identiied for use in the reference architecture, to help understand the capabilities
required to support MaaS:
• Customer(s)
• Transport Operator(s)
• Data Provider(s)
• MaaS Provider(s)
The MaaS reference architecture is illustrated in the Figure 6. Further stakeholder description is provided in the
following sections.
The MaaS reference architecture demonstrates how the actors work within the following frameworks:
• System Security: to meet the needs of legislative requirements that cover ICT systems.
• System Governance: to deliver eficiency through good practice management of systems and manage
relationships between the actors.
• Business: meets the requirements of investor stakeholders.
• Policy and Regulation: meets the requirements of local and national government.
To explore the enablers of MaaS growth, it is useful to understand the relationships between the many stakeholders, technologies and capabilities that are involved in growing MaaS in the UK.
This chapter illustrates how the MaaS ecosystem can be examined using a reference architecture. The
MaaS reference architecture illustrates the building blocks of a conceptual MaaS system. It is used
here to describe the requirements and capabilities of the different components of the system which
could be supported to promote MaaS growth.
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
POLICY AND REGULATION
BUSINESS
SYSTEM GOVERNANCE
SYSTEM SECURITYM
aaS
PR
OV
IDE
R(S
)D
ATA
PR
OV
IDE
R(S
)T
RA
NS
PO
RT
OP
ER
AT
OR
(S)
CU
ST
OM
ER
(S)
CONSUMER
LIFESTYLE
NEEDS
MaaS NEEDS
BUSINESS
POLICY AND
REGULATION
SYSTEM
GOVERNANCE
OPEN DATA
SYSTEM
SECURITY
MaaS CUSTOMER INTERFACE
TRAVELLER(S) FREIGHT PUBLIC POLICY
Personal Journey Assistant
Dynamic Journey Planners
Report Journey Conditions (Social Feedback)
Other Services
MaaS Wallet
MaaS CUSTOMER INTERFACE API MaaS GOV API
MaaS BACK OFFICE SYSTEM
Usage Analytics Engine
Demand Allocation Engine
Journey Planning Engine
Usage Billing Engine
Payment Engine
Reporting Analytics Engine
Other Functionality
Private API Private API Private API Private API Private API
Sensor Data - Asset Usage Speed Location Environmental Other
TRANSPORT OPERATORS
DIGITAL CONNECTIVITY
MaaS API
API GATEWAYRESTful (JSON,XML,
OAuth, API Key...)
SOAP/WS-*/ JMS
FTP/SFTP/FTPS Other
Transaction API
RTI API
Capacity API
TRAVELLER DEVICES
FIGURE 6: MaaS reference architecture
DATA AND
INFORMATION
STANDARDS
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Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
CONSUMER
LIFESTYLE NEEDS
MaaS NEEDS
Easy Payment
Sharing Economy
Added Value Services
Freight
Progressive Metropolites
Local Driver
Local Councils
Urban Rider
Default Motorist:
Petrol Head
National/ Devolved
Government
Dependant Passenger
Default Motorist:
Car Dependant
20
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
POLICY, BUSINESS AND THE CONSUMER RELATIONSHIPS
Shown on the right side of Figure 6, is the importance of ‘market making’, such that a MaaS value chain is
supported. The black relationship arrows illustrate that beneits need to accrue across these three actors to
create the value chain.
The requirements and capabilities relevant to these actors are described below. Stakeholder workshops were
used to identify the needs of three target customer groups within the consumer domain; these needs will be
designed for and exploited by, the MaaS Provider:
• Travellers: Six traveller types2 have been identiied e.g. the ‘Urban Rider’ to demonstrate the variation
in personal mobility need.
• Freight: These are customers using MaaS to send and receive goods.
• National and local government: A key customer in terms of MaaS helping them achieve policy
objectives and providing travel pattern insight. The public sector may also be a customer in terms of
procuring speciic MaaS capabilities.
21
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
BUSINESS
Cost Model
Business Plan
Intellectual Property
Product/Service Development
Funding
Partner SLA/KPI
Customer Service
Piloting
Risk
Market Sharing Economy Proit
21
As well as mobility needs, the following ‘lifestyle’ requirements that could be supported by MaaS
were identiied:
• ‘Ease of payment’ and multi-modal and real-time travel information.
• Value propositions that meet sharing economy needs e.g. carsharing and ridesharing.
• A number of other lifestyle ‘added-value’ propositions that may not be closely
associated with mobility needs may be designed, for example media entertainment packages
for use whilst travelling, or restaurant to home, food delivery.
Business requirements need to be understood and supported to create a robust MaaS marketplace.
Business stakeholders also facilitate the needs of policy makers seeking to shape the way MaaS is delivered.
Stakeholder workshops were used to uncover twelve capabilities and requirements that may affect the ability
of business to deliver MaaS.
POLICY AND REGULATION
Local MaaS Regulation
MaaS Procurement Framework
MaaS Provider Licensing
Open Data/Open Source Policy
Fiscal Savings
Long Term MaaS Government Policy
Tax Relief for Workplaces
Buses Bill
Unions
MaaS FundingTax Relief
for TravellersMobility Operators
Licensing
Ticket Reselling Regulation
Social Inclusion Policy
Passenger Rights Regulation
Highway Regulation Employee Rights Investor Incentives
22
The roles of policy and regulation are important as they can shape how MaaS meets the needs of society.
Stakeholder workshops were used to uncover eighteen indicative policy areas that could be used to affect how
MaaS is delivered.
These policy areas can be made effective through political leadership tactics such as regulation, incentivising,
negotiation, facilitation and collaboration.
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
TRANSPORT OPERATOR, DATA PROVIDER AND MaaS PROVIDER RELATIONSHIPS
At the centre of the architecture are the actors that make MaaS feasible, tangible and visible in terms of its
technical functionality e.g. transport services and data transfer, and its outputs e.g. the customer facing MaaS
interface and its features.
The requirements and capabilities relevant to the MaaS Provider, Data Provider and Transport Operator are
described below.
The MaaS Provider develops a customer interface that will be provided through an appropriate device (notably
a smartphone app in the short term).
The Customer Interface provides the communication link with the customer and supplies a range of features
that support the value proposition. These features may include providing the customer with the ability to
purchase mobility, receive personalised and contextualised information on which to make real-time travel
decisions and allow customers to provide feedback to the MaaS Provider. The Customer Interface may provide
additional beneits to meet other lifestyle requirements.
MaaS CUSTOMER INTERFACE
Personal Journey Assistant
Dynamic Journey Planners
Report Journey Conditions (Social Feedback)
Other Services
MaaS Wallet
MaaS CUSTOMER INTERFACE API MaaS GOV API
MaaS BACK OFFICE SYSTEM
Usage Analytics Engine
Demand Allocation Engine
Journey Planning Engine
Usage Billing Engine
Payment Engine
Reporting Analytics Engine
Other Functionality
Maa
S P
RO
VID
ER
(S)
DIGITAL CONNECTIVITY
TRAVELLER DEVICES
23
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
Data low between the Customer Interface and the Back Ofice System is enabled. This can provide journey
planning, transaction and payment, billing and usage information. Intelligence designed for the customer is
made accessible via the Customer Interface. In the case of the customer being the local highway authority, this
could be via an appropriate reporting ITS ‘dashboard’.
The Data Provider offers data and analytics capabilities. This includes processing, repackaging and publishing
data from a range of sources including open data and private data.
The data sources will vary depending on the requirements of the MaaS Provider but are likely to include
the following:
• the available route(s)
• data on where customers can access / egress Transport Operator assets and services
• pricing information
• MaaS customer transaction validation
• real time asset/vehicle position
• asset characteristics
• asset usage by customers
MaaS API
API GATEWAYRESTful (JSON,XML,
OAuth, API Key...)
SOAP/WS-*/ JMS
FTP/SFTP/FTPS Other
Transaction API
RTI API
Capacity API
DA
TA P
RO
VID
ER
(S)
24
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
25
The Transport Operators provide capacity and access to mobility assets. Transport Operators can include
traditional public transport operators, airlines, highway authority assets, freight carriers, parking operators,
electric vehicle charging infrastructure owners and petrol illing station owners. Individual citizens who wish
to share their own vehicles by offering them as a service through the MaaS Provider are also considered with
this category.
The Transport Operators share (via API) data collected from a range of sources, including potentially
crowdsourcing activities. Transport Operators may choose to install sensors to meet the requirements of
the Data Provider and MaaS Provider.
Private API Private API Private API Private API Private API
Sensor Data - Asset Usage Speed Location Environmental Other
TRANSPORT OPERATORS
25
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
26
TECHNOLOGY AND INFORMATION RELATIONSHIPS
On the right of the architecture are the digital actors, which are central to the growth of the digital economy
and provide the technological foundation without which the MaaS innovation will be constrained. These digital
actors are managed through ICT industry proven methodologies for System Governance and System Security,
against which MaaS should operate.
Internet connectivity is central to any MaaS solution as it enables information to low to consumers in real-
time. 3G/4G and Wi-Fi are just some of the connectivity capabilities that will support MaaS growth but other
types of digital connectivity should also be considered. The geographical coverage of digital connectivity is a
key enabler of MaaS.
In the short term the customer-facing component of a MaaS solution is assumed to be the MaaS Customer app.
In order to ensure that all consumers can be serviced, the app will need to function across a range of popular
devices such as smart phones, tablets and smart watches.
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
DIGITAL CONNECTIVITY
3G 4G On-board Wi-Fi
DEVICES
Smart Phones
Desktop/ Tablets
Smart Watches
Other Devices
A number of mobility related data standards and speciications exist. These standards are openly available and
have been used by the national and international transport industry to ensure interoperability across systems.
The MaaS reference architecture highlights a number of these standards as well as several openly accessible
data APIs. It is envisaged that open data will be processed by the Data Provider to support the needs of the
MaaS Provider.
DATA AND INFORMATION STANDARDS
TransXChange
NPTG
CycleNetXhange
NRE
Other Data
NaPTAN
TFL Uniied API
JourneyWeb
Various
CEN
Datex II
Other Standards
ISO
UTMC
Bus Cycle Stations
Localities Train Multimodal
Journey Planning Transport Transport
Smart Payment Road Transport
27
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
4. OPPORTUNITIES FOR MaaS INNOVATION
FIGURE 7: Value pools associated with MaaS
MaaS is an example of a service business model that is supported by the growth in smartphone penetration. It is a digital, data driven service that uses a number of technology capabilities that are associated with Intelligent Mobility innovation.
The consumer market supports the digital requirements of MaaS: a recent study shows that 57% of
respondents would not mind sharing their personal data in order to get a better transport service
and approximately half of smartphone users already consider the smartphone as essential to their
travel experience3 .
The UK marketplace for MaaS is estimated as being worth £billions per year 4. MaaS has the potential
to make a signiicant contribution to the UK service sector, by generating jobs and economic growth.
This growth will be driven by new business opportunities that will support our mobility and lifestyle
needs.
Although there are a number of challenges that may constrain MaaS innovation, we anticipate that
private sector investment will continue to support a MaaS marketplace.
This chapter considers the opportunities facing MaaS investors and some of the challenges facing
innovation in the market.
28
DRIVERS OF INVESTMENT IN MaaS INNOVATION
The average household spend on mobility is over £300/month 5 . This is a large market for MaaS investors
to exploit. Growth of MaaS could cause the redistribution of current mobility expenditure or generate new
expenditure from consumers demanding new services associated with their mobility needs.
Figure 7 illustrates the addressable value pools associated with private and public sector spend on mobility
assets and services in the UK; MaaS can affect all of these value pools that are considered to be worth £billions
to the economy. The global market for MaaS is estimated to be in the £trillions 6 .
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
PRIVATE VEHICLE
PURCHASE
VEHICLE TRIP SPEND (fuel, parking,
wages, etc.)
PRIVATE VEHICLE
OWNERSHIP COSTS
INFORMATION SERVICES
TRANSPORT SERVICE
FARES (public, private)
GOODS TRANSIT
(for end user of goods)
PUBLIC TRANSPORT PROVISION
(concessions, support)
ASSET CAPACITY
MANAGEMENT
Private spending
on new and used
vehicles
Spending per trip
on driving private
vehicles
Private spending on
both private and public
transport services
Local authority spending
on concession travel and
operator support
Private spending on
owning a vehicle (tax,
service, insurance, etc.)
Collection, analysis and
provision of transport
information
Spending on the
transport and
delivery of goods
Local authority
management of road space
and other mobility systems
29
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
A key opportunity for MaaS Providers to attract customers is to remove the pain points that travellers face
during their journeys. There are many types of frustrations faced by different types of travellers, these are
summarised in the Table 4 7. A recent survey suggested that 75% of journeys have pain points and that there
are 4.3billion journeys where parking is an issue. In terms of public transport users, 20% consider the lack
of personal space is a problem 8. Each pain point and issue represents an opportunity for MaaS Providers to
offer a solution to attract customers.
PROGRESSIVE
METROPOLITES
URBAN
RIDER
LOCAL
DRIVER
DEPENDANT
PASSENGER
DEFAULT
MOTORIST
• Affordability
• Late trains
and buses
• Rush hour
• Parking
• Reliable data
connectivity
• Buses take
too long
• Need more
bus routes
• Taxis are
expensive
• Lack of lexibility
• Lack of practical
public transport
• Long journeys
• Rush hour trafic
• Expensive
parking
• Public transport
inlexibility
• Unavailability
of drivers
• Unreliable buses
• Lack of bus
routes
• Walking long
distances
• Lack of support
during journey
• Lack of lexibility
• Rush hour trafic
• Cost of fuel
• Parking
• Wasting time
• Delays
TR
AV
EL
LE
R
FR
US
TR
AT
ION
S
TABLE 4: Traveller Needs personae and their travel frustrations
As well as the MaaS Providers selling a service that addresses the above pain points, there are two further areas
that could be exploited to gain MaaS customer revenues 9:
• enhancing the customer’s end-to-end travel experience by supporting them at every stage of the journey.
• enabling better lifestyles by managing the customer’s need to travel as 31% (19billion) journeys
would not have been started, if alternative means were available.
Looking at which parts of the consumer market are likely to be the early adopters of MaaS offers, there is
emerging evidence that consumer demand from the millennials generation, is growing 10 , for example:
• 43% expect to be provided with transportation options based on their immediate preferences (e.g.
routes for good weather, bad weather, most cost eficient, etc.)
• 38% want lifestyle information (e.g. weather, social media, travel, etc.) via one interface.
• 36% want information to enable their lifestyle (e.g. retail, events, other commuters’ social network
proiles, etc.)
29
% OF UK JOURNEYS BY LENGTH (MINUTES) % OF UK JOURNEYS BY PURPOSE
% OF JOURNEYS MADE BY TRANSPORT MODES
<5 6-10 11-20 21-30 31-40 41-50 51-60 >60
5%
18%
26%
18%
9%
5%6%
14%
21%
19%
15%
11%
10%
7%
7%
5%
7%
Commute
Shopping
Socialising
Leisure
Personal Business
Short round trip
Travel for work
Education
Other
61bn 954
29%
71%
Total number of journeys
in the UK each yearJourneys per
person per year
Work journeys (inc. commute)
Personal journeys
Transport Systems Catapul Exploring the Opportunity for Mobility as a Service in the UK
FIGURE 8: Diversity of journeys in the mobility marketplace
2% Other
64% Car
6% Bus
22% Walk
3% Rail (inc. Tube)
2% Bike
30
For a signiicant proportion of the consumer market, the ability for MaaS Providers to offer value propositions
that are more attractive to consumers, may be challenging. However, given the size of the mobility market
and diversity in consumer travel requirements, there is signiicant potential for the MaaS Provider to attract
customers (reference Figure 8).
Given the dominance of consumer demand for car travel, automotive OEMs are considering how they can
innovate using MaaS. There have been recent acquisitions of a number carshare companies that provide shared
mobility 11 and consumer preferences for ‘access over ownership’ models may become more widespread.
The efforts of the automotive OEMs and public transport operators to provide MaaS may be complemented by
new entrants from outside the transport sector. For example, telecoms, retail and media organisations with a
strong track record in service provision and access to a large customer base may invest in MaaS.
MaaS Global
MaaS Global serves as an operator between
transport services providers, users and third
parties. It will combine all the existing transport
services into a single mobile application on the
‘single-ticket principle’ and offer personalised
transport plans tailored to customer needs.
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
We are driving innovation in every part of our business to be both a product and mobility company – and, ultimately, to change the way the world moves
just as our founder Henry Ford did 111 years ago.
31
TRENDS SUPPORTING MaaS GROWTH
There are several trends that may support MaaS growth, these can be summarised into three main themes:
1. Consumer expectations: consumers are increasingly expecting their experiences in transport and other
sectors to be delivered as a ‘service’ and are looking to get more value as a result.
2. Technology change: the opening up of transport datasets has already added signiicant value to
travellers in terms of new applications. As a result of the Internet of Things, transport data will become
more pervasive. Combining big data with new autonomous transport systems will enable opportunities
to innovate and reine MaaS offerings.
3. Changes in mobility consumption: younger people, who are the most likely to adopt new mobility
models, are increasingly deciding to not own cars. Transport authorities are looking to new technology
platforms to help them manage the use of their assets.
Further context on the above trends is provided in Table 5.
TREND DESCRIPTION
Better interchange is expected
by consumers
Interchanges between transport modes are signiicant pain points 12.
There is an increasing focus on the whole journey experience and for
better interchange for travellers 13.
Demand for the Sharing Economy
is growing
The carsharing market is predicted to have a compound annual growth
rate of 23% between 2013 and 2025 14.
Demand for the ‘as a service’ Economy
is growing
The growth of service-based platforms in other sectors has been
strong in recent years, with industry analysts predicting further growth.
Notable examples include Spotify, Netlix, and Amazon Prime. The fact
that many cars are parked for over 90% of the time 15 may provide an
opportunity for the ‘as a service’ model to offer consumers better value
than offered by the car ownership model.
Information Ubiquity The availability of transport data as ‘open data’ has already delivered
signiicant value, estimated at £58 million in London alone 16 . Internet
of Things may accelerate the growth of the data pool that can be
exploited by MaaS.
Automation Autonomous vehicles are expected to become increasingly common.
Such vehicles could be integrated into MaaS and offered to customers
as a service.
Appetite of Early Adopters Driven by a desire to be irst to market and facilitated by enhanced
connectivity and lower barriers to access, platform developers are
offering their products to market at beta and pre-beta stages. This is
fuelling early adoption of new services by speciic customer segments
and this can support the fast growth of new MaaS value propositions.
Demand for car ownership Whilst vehicle ownership is still dominant, attitudes to car ownership
are shifting. In the UK, this is particularly pronounced amongst younger
people, where the percentage of under 20s owning a driving licence has
decreased by 40% since 1995 17.
Congestion Crunch In the UK, road trafic is forecast to grow between 19% and 55%
by 2040 from a 2010 base 18. Population growth may exacerbate
congestion in the future.
Urbanisation An increasing proportion of the global population is living in urban
areas – currently estimated at 53% of the global population. MaaS
capabilities in the UK could be exported internationally to support
these urban mobility challenges.
CO
NS
UM
ER
EX
PE
CTA
TIO
NS
TE
CH
NO
LO
GY
CH
AN
GE
MO
BIL
ITY
CO
NS
UM
PT
ION
Transport Systems Catapult Exploring the Opportunity for ‘Mobility as a Service’ in the UK
TABLE 5: Summary of key trends supporting MaaS
32
33
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
EARLY STAGE RISKS FOR MaaS INVESTMENT
A key risk facing MaaS investment, is that there are few examples of proitable MaaS-style business models,
operating at scale. For instance, early mobility experiments in Helsinki have not achieved desired inancial
results despite their popularity 19. As the MaaS concept is still relatively new to consumers and the market is
still in breakout stage, some degree of experimentation (and failure of business models) can be expected.
A signiicant risk to market innovation is the power of the Transport Operator incumbents. These stakeholders
may show indifference to supporting MaaS growth if it means a change to long-established business models.
However, attitudes to innovation are beginning to shift in the transport sector as there is evidence that new
mobility models can lead to the increased use of public transport 20.
We are committed to being a market-leading public transport business with long-term growth prospects based on high-quality services and
investment in innovation.
Stagecoach Group
Linked to the power of the incumbents are the risks
associated with access to data and sharing of data.
Whilst much work has been undertaken by Government
to open up datasets, many datasets in the transport
environment remain proprietary. This is a challenge
for MaaS Providers wishing to utilise such data to
provide a service platform 21.
It is not known if MaaS will change the travel
behaviour of citizens. If change results in negative
consequences, for example changes to the
accessibility of transport services, there is a risk that
policy interventions will be used to address market
failure. A further policy related risk that could affect
markets is that UK MaaS policies may be required to
align with emerging MaaS Policy from the EU 22.
Our mission statement is ‘Transportation as reliable
as running water, everywhere, for everyone.’
Uber Technologies
33
5. MaaS AND TRANSPORT POLICY
The need to manage the impacts of mobility will remain a key focus for policy makers given the vital role that transport plays in our society and across our communities.
This chapter reviews how MaaS aligns to Department for Transport policy goals and how it could
support other public sector policy developed by National and Local Government. It then considers some
of the potential risks of MaaS growth that may need to be addressed by policy makers.
MaaS ALIGNMENT TO DEPARTMENT FOR TRANSPORT POLICY
The Department for Transport’s (DfT) aim is to ‘…support the transport network that helps the UK’s businesses
and gets people and goods travelling around the country’. MaaS is considered to offer an opportunity to
support the DfT’s high-level policy commitments, namely: Boosting economic growth and opportunity, Building
a One Nation Britain, Improving journeys, and Safe, Secure and Sustainable Transport.
The DfT’s Single Departmental Plan (SPD) 2015-2020 outlines the progress made in supporting the
Department’s high-level policy commitments. The SDP’s commitments cross a range of transport sector
delivery areas and illustrate DfT’s engagement in many initiatives that support the development of MaaS,
albeit without explicit reference to MaaS (reference Table 6).
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
34
POLICY APPROACH POLICY COMMITMENT IMPACT ON MaaS DELIVERY
Getting the regulatory
framework right
Deliver savings to businesses by cutting red tape
and further deregulating the transport sector.
Private sector investment in MaaS
innovation can be de-risked by regulation.Consult business on adapting regulation for
innovation in the transport sector as part of our
commitment to produce an innovation plan.
Supporting the UK
transport sector
Increase DfT procurement spend through
small businesses.
SMEs currently operate within the MaaS
supply chain and may beneit from further
investment through DfT procurement.
Devolving powers Be a key partner in delivering devolution
deals and wider devolution.
Devolving responsibility to the regional local
government authority level can supports
the pace and diversity of MaaS innovation.
Reform the bus market. Buses are an important asset to support
mobility – the reform to the bus market
can be designed to support MaaS.
Establish Transport for the North as a statutory
body with statutory duties to produce a long-term
transport strategy for the North.These regions is currently progressing MaaS
innovation to support its Intelligent
Mobility aspirations.Work in partnership with Midlands Connect to
transform connectivity in the Midlands.
Rolling out new technology
and innovation on our
transport networks
Supporting ticketing innovation. Flexible ticking and MaaS ‘transaction’
capabilities are a key area for further
innovation in MaaS.
Invest millions of pounds in itting out trains with
new Wi-Fi equipment. Digital connectivity capabilities are a key
area for further innovation in MaaS.Improve mobile phone signals to beneit
passengers on trains.
Continue to roll out smart motorway technology
and prepare our road infrastructure for the vehicle
technologies of the future.
Intelligent Transport Systems (ITS) ‘smart’
technology and Connected and Autonomous
Vehicles are key enablers of MaaS.
Supporting wider government
objectives to protect the
environment and public health
Ensure transport plays its part in delivering the
government’s climate change obligations.
MaaS offers a new opportunity for policy
makers to capture value from adjusting the
consumer preferences to support a range of
DfT and wider government objectives.Contribute to delivery of the national air
quality plan.
Transport Systems Catapult Exploring the Opportunity for ‘Mobility as a Service’ in the UK
TABLE 6: DfT Policy and how it aligns to MaaS
3535
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
MaaS ALIGNMENT WITH WIDER GOVERNMENT DEPARTMENT POLICY
As well as the ability of MaaS to directly support the objectives of DfT, the following Government Departments
were identiied through the study’s workshops, as also potentially beneiting from the MaaS opportunity:
• Department of Health:
• To support active lifestyle objectives – through engaging the travel behaviour change
capabilities of MaaS.
• Improving patient and NHS transport – through engaging with MaaS Providers to provide
mobility for NHS related transport demand.
• Reducing respiratory and air quality related health issues – through engaging with MaaS
Providers to manage travel patterns in areas with poor air quality.
• Department for Business, Innovation and Skills:
• Supporting innovation and growth, particularly in the sharing economy – through contributing
to MaaS customer choice.
• Supporting new markets for Connected and Autonomous Vehicles (CAV) – through using MaaS
to manage CAV mobility supply.
Further research is required to examine the potential for cross-government collaboration on MaaS
policy development.
MaaS CAN SUPPORT LOCAL GOVERNMENT POLICY
In line with the Government’s devolution agenda, Regional and Local Authorities are empowered to innovate
around the MaaS concept to deliver local policy beneits. A number of Authorities are already starting to
deliver MaaS by developing strategies and designing real-life MaaS trials. Several MaaS trials with consumers
are being developed through Innovate UK funding 23. These initial steps are important ones and help provide
insight as to where policy changes may support MaaS growth.
From the Highway Authority perspective, a number of ways MaaS may support different policy areas were
identiied using stakeholder workshops:
• Development Planning - through the ability of MaaS to reduce the trafic impacts of
new developments.
• Social cohesion - through MaaS facilitating the sharing economy, particularly through ridesharing
and carsharing.
• Partnership working - the ability of MaaS to create new ways for authorities to work with their
transport supply-chain.
• Trafic Management - the ability for MaaS to enable highway authorities to create a regulated market
for allocating road space to the MaaS Providers who best meet highway authority requirements.
36
IS MaaS A RISK FOR POLICY MAKERS?
As well as the potential for MaaS to offer beneits to a range of stakeholders, there is a risk that MaaS growth
could result in unintended negative impacts. These may include the greater use of car based transport, an
increase in transport related carbon emissions, and a reduction in demand for public transport services.
Additionally, in the longer term, the business models of existing transport operators may be forced to change
and this could impact those employed in the passenger transport sector.
There is insuficient evidence available to appraise how MaaS growth will support the broad range of policy
objectives held by Government, from social inclusion to economic growth. However, to design effective
policy interventions, policy makers will beneit from engaging with the MaaS ecosystem to build a strong
understanding of its economic, social and environmental costs and beneits.
There is a challenging balance to be found between developing policy that catalyses the MaaS marketplace, and
at the same time planning for any negative impacts of MaaS should they occur.
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
37
6. HOW POLICY CAN SUPPORT MaaS GROWTH
MaaS has the potential to beneit policy makers and it aligns with existing transport policy goals. We have identiied a number of ways policy makers can support MaaS growth. Without policy intervention, we believe that MaaS growth will be constrained.
This chapter considers the short-term barriers to MaaS growth and identiies policy interventions
that could address them. It then reviews a number future MaaS related policy challenges that may be
considered by policy makers in the longer term, to shape MaaS growth.
THE BARRIERS TO MaaS GROWTH AND POTENTIAL INTERVENTIONS
Evidence that MaaS growth needs policy intervention, can be seen in the ‘narrow’ set of features provided by
current MaaS offerings. For example, although several taxi service apps have gained customers by offering
some of the features of MaaS such as easier transactions, they have not had an equivalent success in offering
similar levels of service, for multi-modal journeys.
Our stakeholder workshops identiied a number of barriers which may prevent the MaaS ecosystem from
reaching its potential. The Figure 9 illustrates where these barriers exist in the MaaS ecosystem.
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
FIGURE 9: Barriers to MaaS growth in the ecosystem
MaaS CUSTOMER
MaaS PROVIDER
1 - Lack of consumer
rights within the Traveller
customer base could limit
uptake of MaaS value
propositions - this could
limit the societal beneits
derived from MaaS.
DATA PROVIDER
TRANSPORT OPERATOR
2 - Authorities need
to protect their ability
to control the MaaS
marketplace. This can be
achieved by controlling
the operations of MaaS
Providers to correct
market failures should
they occur in the future.3 - MaaS is enabled by
data transfer between
stakeholders in the
ecosystem. The Data
Provider stakeholders
need to offer this
capability by linking the
Transport Operators with
the MaaS Providers -
interoperability is key.
4 - MaaS has the potential
to change the business
model of Transport
Operators. A lack of
appetite from Transport
Operators to engage with
the MaaS ecosystem
could limit MaaS growth.
38
100
101
102
103
104
105
ACTOR BARRIER POLICY INTERVENTION RATIONALE AND GOAL
1(a) – Consumer
Protection (ability
to switch between
MaaS Providers)
The EU General Data Protection Regulation comes into force in 2018 and will include supporting “the right to
data portability”. From a UK Government perspective, relevant Authorities should be empowered to enforce this
requirement.
The right to data portability can prevent anti-competitive outcomes that can occur if consumers perceive
switching between MaaS Providers as being inconvenient. Without data portability, the rich insight e.g. traveller
preference data which is used to personalise a MaaS Provider’s service for the customer, may not be transferred
to a new MaaS Provider and will therefore have to be ‘relearnt’.
There are parallels with the Current Account Switch Service (CASS) that was backed by Government and
designed to improve how the retail banking sector supported customers who wished to change their banking
service provider.
The goal of this policy intervention is to create a competitive MaaS Provider marketplace which supports
innovation and greater value for consumers.
1(b) – Consumer
Protection (right to
service quality from
the MaaS Provider)
With the emergence of MaaS, consumers may enter into contracts with MaaS Providers for various mobility
service levels (or value proposition ‘bundles’). The greater the inancial commitment made by a MaaS customer,
the greater the importance of protecting their consumer rights, should the MaaS Provider fail to honour their
service level agreement.
It is anticipated that the current commitments to customer service (for example Train Operating Company’s
‘delay repay’ schemes) will be adopted by MaaS Providers. However regulatory oversight can help ensure
success in this area, particularly where a bundled service of multiple travel modes is purchased involving multiple
transport operators to deliver an ‘end-to-end journey’ service level agreement for the customer.
The goal of this policy intervention is to incentivise consumers to purchase services from MaaS Providers by
limiting the risk of inancial loss.
2 – Inability for
Authorities address
potential future
market failures in the
MaaS ecosystem
The ability for policy makers to realise the MaaS vision, will be dependent on how they address market failure
that could develop in the MaaS ecosystem. Policy such as licensing which is targeted at the MaaS Provider,
may offer a level of control over the multiple stakeholders involved in other parts of the MaaS ecosystem. An
alternative approach would be to support an accreditation programme for MaaS Providers (similar to ENCAP
which seeks to highlight the best performing vehicles in terms of safety rating).
The goal of this policy intervention is to enable effective control by Authorities over the MaaS ecosystem.
3 – Lack of
interoperability
between the Data
Provider and other
stakeholders in the
ecosystem
Interoperability describes the extent to which the systems, infrastructure and devices used in the MaaS
ecosystem, can exchange and interpret data.
Policy makers can support the interoperability capabilities of the Data Provider stakeholders using a range of
policy interventions including setting standards for data sharing and supporting effective collaboration between
stakeholders.
The goal of this policy intervention is to support the interoperability capabilities of the MaaS Providers.
4(a) – Lack of
appetite from
Transport Operators
to adjust their
business model
MaaS could change the relationship between the Transport Operator stakeholders and their customers by
changing their business model from a Business to Consumer model to a Business to Business model as they
support the servitisation requirements of the MaaS Provider.
Policy makers can facilitate the engagement of Transport Operators with the MaaS opportunity using a range of
interventions such as public transport service franchising regulations.
The goal of this policy intervention is to successfully engage Transport Operators so that they beneit from the
MaaS value chain.
4(b) – Lack of ability
to provide the data
requirements of the
MaaS Provider
MaaS Providers will require information on different attributes of the Transport Operator’s service e.g.
customer transaction validation, real time vehicle position and vehicle asset characteristics.
Each of the data requirements may require investment in new systems to be installed by Transport Operators.
Policy makers may wish to incentivise investment in this area.
The goal of this policy intervention is to support the Transport Operators in fulilling the data and
interoperability requirements of the MaaS Providers.
TABLE 7: Policy interventions to address barriers to MaaS growth
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
Maa
S C
US
TO
ME
RM
aaS
PR
OV
IDE
RD
ATA
PR
OV
IDE
RT
RA
NS
PO
RT
OP
ER
AT
OR
39
We have identiied potential policy interventions that could address the above barriers. The Table 7 references
these against each actor in the MaaS ecosystem and provides the rationale for each intervention.
BOOSTING ECONOMIC GROWTH AND OPPORTUNITY
Will MaaS be supported by stronger use of Open Data principles?
Will MaaS be used to provide more effective use of mobility capacity and to optimise investment in transport systems?
What is the right balance between fare payer and taxpayer investment, to release the economic beneits of MaaS?
SAFE, SECURE, SUSTAINABLE
IMPROVING JOURNEYS
To what extent can policy makers rely on citizens to only choose MaaS services that are safe?
Can MaaS offer an opportunity for the transport sector to achieve its carbon and other sustainability targets?
How will policy on Low Emission Vehicles be used to inluence the choices of MaaS providers?
Will MaaS investment deliver against social inclusion, equality and accessibility policy objectives?
Should the quality of the MaaS customer experience be managed?
Will network capacity e.g. highway capacity be managed so as to support MaaS delivery?
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
40
FUTURE CHALLENGES FOR POLICY MAKERS
In the longer term, a number of other policy interventions may be required to address currently unanticipated
market failures of MaaS. The study’s consultation process with stakeholders, raised a wide range of complex
questions that policy makers may consider as the MaaS marketplace matures. The questions provided through
the consultation, have been matched to DfT’s high-level policy goals but many can be considered at the regional
and local government policy level.
TABLE 8: Future challenges for UK MaaS Policy Makers
41
Will MaaS pilots be supported through provision of funding?
Will knowledge sharing between stakeholders be facilitated to support MaaS growth?
How much should investment in MaaS capabilities be the responsibility of the private sector?
Will public transport franchising strategies to support the MaaS opportunity?
Will MaaS be acknowledged as an optimal long term solution to the ‘predict and provide’ challenge?
Will the beneits of MaaS be promoted to the consumer to foster public acceptance?
Will the Devolution Agenda stimulate greater eficiency in MaaS innovation?
How will the ability of MaaS to achieve cross-sector policy goals be managed?
EFFICIENCY AND TRANSFORMATION
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
41
Each of the above questions represents a challenge for transport policy makers and the way in which they are
addressed will be dependent on building a greater understanding of the impacts of MaaS over time.
7. STRATEGIC CHOICES FOR MaaS GROWTH
If the stakeholders we consulted are proved correct, MaaS will have a signiicant impact on both our travel patterns and on the business models of our existing Transport Operators. The opportunities to be gained from technology advancement, the emergence of new MaaS business models and the devolution agenda, can be embraced by policy makers to support MaaS growth.
To realise these opportunities, policy makers must acknowledge the constraints of our current
regulatory systems which limit how fast policy can react to changing market conditions. They must also
consider how to optimise the effectiveness of their policy interventions to achieve the right outcomes.
This chapter uses scenario analysis to offer a high-level review of different strategies that policy
makers could use to support MaaS growth and shape its outcomes.
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
42
43
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
POTENTIAL MaaS GROWTH SCENARIOS – CONSTRAINED AND HIGH GROWTH
To support further analysis, we have identiied two MaaS growth scenarios against which different outcomes
can be considered by policy makers:
• Constrained growth: this scenario is characterised by marginal changes to MaaS related policy.
It is characterised by devolved responsibility for delivery of MaaS, through the devolution agenda.
Low levels of MaaS growth will result from the funding of MaaS pilots and through public sector
procurement of speciied MaaS ‘solutions’ from private sector providers.
• High growth: this strategy is characterised by a highly interventionist policy approach led by
Government. The strategy will engage regional and local government. Local Highway Authorities will
become a key stakeholder in supporting MaaS growth. All of the policy interventions that
address MaaS barriers are delivered and this results in a resilient world class MaaS ecosystem
that engages consumers from across society. We have identiied two potential strategies
that policy makers could take to achieve this level of MaaS growth:
• A private sector ‘partner’ focus: whereby policy makers collaborate with speciic private sector
stakeholders to understand their requirements for building MaaS business models. This will
involve addressing the barriers to MaaS growth using a targeted mix of national and regional policy
intervention. Policy makers will target resources where there is a demonstrable need. For example,
to enable MaaS Providers in a speciic city to sell public transport capacity provided by local Bus and
Rail operators. There would be a highly iterative and data driven approach to policy making, to ensure
policy interventions remain effective.
• A ‘whole ecosystem’ focus: this approach is characterised by policy makers taking a strong lead in
creating a highly competitive and robust marketplace at all levels of the MaaS ecosystem. This supply-
led focus would require signiicantly more resource than the ‘private sector partner focus’ approach.
For example, nationally all transport operators would be made ‘MaaS ready’ and a highly competitive
market in the Data Provider and MaaS Provider levels of the ecosystem would be supported. The
objective would be to build a MaaS ecosystem from irst principles to ensure that MaaS supports
as many cross departmental goals as possible e.g. job creation and active lifestyles. This would be
achieved through cross-departmental collaboration and central government would be at the centre of
the MaaS industry and a key stakeholder in its ongoing success.
The above scenarios are illustrated in Figure 10 which illustrates the policy interventions that could be used by
policy makers to shape how MaaS grows.
43
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
In the high growth scenarios, the private sector is considered to start launching a range of different MaaS value
propositions, extending from direct mobility services, to wider lifestyle services overtime.
POTENTIAL OUTCOMES FROM MaaS GROWTH
A key question for policy makers is ‘what type of MaaS’ do they want to see offered and used by consumers?
Our analysis identiied two potential outcomes that could result as the MaaS marketplace matures. Of course
in reality there is likely to be a range of different outcomes that face policy makers.
One outcome is the scenario where MaaS Providers offer consumers a service focused on car vehicle transport
e.g. taxi, carshare and rideshare. The other outcome is a scenario where consumers are offered a fully multi-
modal service that involves the use of passenger service vehicles, and other traditional public transport
modes, as well as the services offered in the ‘car focus’ scenario. It is considered that the multi-modal scenario
addresses many of the Intelligent Mobility (IM) challenges identiied in the Figure 11; we refer to this scenario
as the ‘IM’ vision scenario.
FIGURE 10: Potential policy interventions used to achieve different MaaS growth scenarios
CONSTRAINED
PILOTS PRIVATE SECTOR
FOCUS
PROCUREMENT WHOLE
ECOSYSTEM
FOCUS
HIGH GROWTH
44
45
FIGURE 12: Car focus and Intelligent Mobility vision outcomes
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
FIGURE 11: The Traveller Needs Capability Challenges
45
The Figure 12 illustrates how the diversity in MaaS value propositions will need to increase to address the
IM challenges.
Improving ‘Mobility Fit’
1. Help the urban population
reduce their transport footstep
and enable digital, asset-light
lifestyles
2. Reduce the burden on the
car-dependent population
3. Provide independent mobility for
car passengers
4. Push the boundaries of virtual
mobility to provide the freedom
not to travel
Improving ‘Mobility Choice’
5. Aim for transport systems to offer the lexibility and convenience of the private car
6. Actively engage the traveller in journey planning and modal considerations
7. Enable faster journeys and increase conidence in arrival times
8. Create relevant, personalised and context-aware information
Improving ‘Mobility Experience’
9. Solve the parking challenge
10. Enable smoother drives
11. Increase user experience and perceived value of public transport
12. Improve and enable multi-modal journeys – reducing complexity, enhancing conectivity and improving speed and reliability
ENABLING LIFESTYLES
REMOVING PAIN-POINTS
ENHANCING END-TO-END JOURNEYS
CAR FOCUS
ACCESS OVER
OWNERSHIP
IM CHALLENGES
ADDRESSED
IM VISION
VALUE PROPOSITIONS
FIGURE 13: Potential growth pathways from different policy approaches
Mar
ket
Gro
wth
Policy Approaches
CAR FOCUS
CONSTRAINED
ACCESS OVER
OWNERSHIP
PILOTS
PRIVATE
SECTOR
FOCUSPROCUREMENT
WHOLE
ECOSYSTEM
FOCUS
IM CHALLENGES
ADDRESSED
IM VISION
HIGH GROWTH
A B
D
E
A. Limited impact on market growth
B. Limited impact on market growth
C. Higher impact on market growth,
private sector dictates market offer
D. Higher impact on market growth,
public sector dictates market offer
E. High impact, private sector dictates
market offer
Growth pathway
reference
Potential outcome
A
C
46
POTENTIAL PATHWAYS FOR ACHIEVING MaaS OUTCOMES
The MaaS growth scenarios can be used to map potential pathways to achieving MaaS growth outcomes. The
Figure 13 illustrates our assessment; a description of each of the ive growth pathways (A to E) is provided.
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
THE CONSTRAINED GROWTH SCENARIO
MaaS pilots and MaaS procurement are central to
the success of this scenario. The use of pilots to
support incremental growth is represented by Point
A where it is assumed that high levels of consumer
uptake are not attained. However, the value in pilots
will be to de-risk future MaaS investment through
testing MaaS technology and business model
requirements and examining how they can scale.
Pilots will help stakeholders develop shared mobility
and multi-modal value propositions and support a
greater understanding of customer adoption rates.
Collaborative working relationships between the
private and public sector are fostered.
Point B in the Figure 13 illustrates the potential value
of effective MaaS procurement. This could take the
form of a Local Authority procuring a MaaS ‘solution’
from a private sector provider. It is assumed that
authorities will seek to engage the MaaS ecosystem
so that public transport remains central to the
solution to support transport policy objectives e.g.
reduction in trafic congestion. Using procurement
to grow MaaS will be challenging for the funder. They
risk contract ‘lock-in’ following procurement and there
is a lack of future market insight and uncertainty over
the resilience of tendered MaaS business models.
Additionally, there are challenges to incentivising
the MaaS supplier to innovate within the contracted
service period. Open innovation approaches can help
address this risk to a degree, but procured MaaS
solutions may prevent new entrants from competing
in the market to bring greater choice to consumers.
THE HIGH GROWTH SCENARIO
Looking at the High Growth scenario, Point C
represents the ability for policy makers to grow
MaaS by supporting the private sector. A range of
car vehicle based MaaS solutions, or a more balanced
value proposition that includes public transport
services for consumers will be provided. The ability
for policy makers to be agile and effective in how they
attract private sector investment whilst also meeting
the objectives of their MaaS vision is a key challenge.
This scenario would result in MaaS happening at
a national and regional level using private sector
investment.
Point D represents the aspiration of policy makers
to achieve the MaaS Intelligent Mobility (IM) vision
by taking a strong lead on developing all parts of the
MaaS value chain. This scenario is considered to be
more effective than using pilots or procurement to
support the MaaS marketplace. However, it may only
be as effective as the private sector scenario (Point
C), in terms of attracting customers to use MaaS.
Point E illustrates the potential for the private sector
to lead MaaS growth so that it achieves the ‘Intelligent
Mobility’ vision from a starting point of ‘car focus’. In
this scenario, businesses build on their near-term
shared mobility value propositions to offer consumers
greater levels of multi-modality for a wide range of
journeys. This could be a result of shared mobility
services reaching a critical mass, so that multi-vehicle
households begin reducing the number of cars they
own. Other households may sell their car and choose
to travel solely using MaaS.
47
8. SUMMARY OF KEY FINDINGS
Global interest in Mobility as a Service (MaaS) is growing and the concept is gaining the attention of the UK public and
private sectors. MaaS offers an opportunity to improve how people and goods move, both from the perspective of the
policy maker and for travellers themselves.
We have deined MaaS as using a digital interface to source and manage the provision of a transport related service(s)
which meets the mobility requirements of a customer. This deinition seeks to encapsulate the vision of a MaaS Provider
offering any type of travel experience using any type of transport service, public or private. Innovation is expected to lead to
new MaaS offers for the consumer. Market conditions will shape which MaaS offers are made available.
Delivering MaaS presents a considerable scope of change for stakeholders in the MaaS ecosystem. Policy makers have
an opportunity to shape how the MaaS marketplace grows. We have identiied the following key indings that can be
considered by policy makers when examining the MaaS opportunity:
MaaS could change our travel behaviour
• The impact of MaaS is unknown. MaaS could result in more journeys and distances travelled by car,
or potentially less; it could support national and local transport policy or challenge it – further research
is needed.
• MaaS offers the potential to address many of the transport challenges facing society by engaging new
business models and technology – it offers policy makers an opportunity for achieving travel behaviour
change and managing travel demand.
MaaS could change the transport sector
• Existing transport operators face signiicant opportunities but also threats from MaaS growth. Transport
operators may move away from a business to consumer model, to focusing on supplying transport capacity directly
to MaaS Providers.
• MaaS has the potential to provide transport authorities with rich data to help optimise how they
manage transport systems and networks.
MaaS growth could beneit from policy intervention
• There are signiicant barriers that are preventing MaaS growth and policy interventions may be required to
address them.
• The beneits of MaaS success are compelling and there are many potential pathways for policy makers to engage
the private sector, to achieve desired MaaS outcomes.
• MaaS value propositions can be developed to suit a range of target customers, however the private sector may
develop business models that do not align with existing policy goals.
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
48
API (Application Programme Interface): A set of procedures and tools for building software applications that interact with the features or data of another application or operating system.
Bundle: A set of services sold together to increase value to the consumer that adds value as a supplement to the original service.
Carshare: The practice of sharing access to and use of a car vehicle for travel purposes.
CAV (Connected and Autonomous Vehicles): Connected vehicles use communication technology to interact with the driver, other cars on the road, the infrastructure and the ‘Cloud’ and autonomous vehicles are self-driving.
Devolution Agenda: A proposal for the strengthening of local government to improve local economies and public services.
DfT (Department for Transport): Responsible for transport network and transport issues in the UK.
Ecosystem: A complex system or network of interconnected components.
ENCAP (The European New Car Assessment Programme): A ive-star safety system applied to testing the safety of European cars.
Innovate UK: The UK’s innovation agency that collaborates with companies and people to drive scientiic and technological innovation.
Intelligent Mobility: Using technology and data to create connections between people, places and goods across all modes of transport.
ITS (Intelligent Transport Systems): The interaction of Information Technology and Telecommunications to enable information to be used by the public and through private administration, that is applied to transport.
Multi-modal: A combination of the use of different modes of transport in one trip.
MaaS Provider: Stakeholder that designs and offers the MaaS value proposition.
Data Provider Acts: Stakeholder that acts as a data broker.
Transport Operator: Stakeholder that provides transport assets and services.
OEM (Original Equipment Manufacturer): This is a company that makes products that are used as parts in another company’s product.
Reference Architecture: A reference model that describes the division of capabilities and functions within in a system.
Rideshare: The act of people sharing transportation to reduce the number of vehicles used.
Customer Segment: Referring to a particular section of a wide customer base that has been divided based on characteristics such as age or gender.
Servitisation: The idea of aggregating products or services that adds value as a supplement to the original product or service.
Sharing economy: A model of peer-to-peer sharing to access a range of goods and services.
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
GLOSSARY
49
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
REFERENCES
50
1 Kamargianni, M., Matyas, M., Li, W. and Schafer, A. (2015) Feasibility Study for “Mobility as a Service” concept in London. UCL Energy Institute and Department for Transport. Available at: https://www.bartlett.ucl.ac.uk/energy/docs/fs-maas-compress-inal (Accessed: 01/07/2016).
2 Transport Systems Catapult (2015a) Travellers Needs and UK Capability Study: Supporting the realisation of Intelligent Mobility in the UK. Transport Systems Catapult. Available at: https://ts.catapult.org.uk/wp-content/uploads/2016/04/Traveller-Needs-Study.pdf (Accessed: 01/07/2016).
3 Transport Systems Catapult (2015a).
4 Transport Systems Catapult (2015a).
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6 Hietanen, S. (2015) Mobility as a Service: European Model of Digital Era Transport. ITS Finland. Available at: http://merjakyllonen.i/merja/wp-content/uploads/2015/10/Hietanen-ITS-Finland.pdf (Accessed: 01/07/2016).
7 Transport Systems Catapult (2015a).
8 Transport Systems Catapult (2015a).
9 Transport Systems Catapult (2015a).
10 American Public Transportation Association (2013) Millennials & Mobility: Understanding the Millennial Mindset. Available at: http://www.apta.com/resources/reportsandpublications/Documents/APTA-Millennials-and-Mobility.pdf (Accessed: 01/07/2016).
11 Shaheen, S., Chan, N., Bansal, A. and Cohen, A. (2015) Shared Mobility: a Sustainability & Technologies Workshop. Deinitions, Industry Developments and Early Understanding. University of California Transportation Sustainability Research Center. Available at: http://innovativemobility.org/wp-content/uploads/2015/11/SharedMobility_WhitePaper_FINAL.pdf (Accessed: 01/07/2016).
12 Transport Systems Catapult (2015a)
13 Transport Systems Catapult (2016) Stations Innovation. Transport Systems Catapult
14 PwC (2014) The sharing economy – sizing the revenue opportunity. PwC. Available at: http://www.pwc.co.uk/issues/megatrends/collisions/sharingeconomy/the-sharing-economy-sizing-the-revenue-opportunity.html (Accessed: 13/03/2016).
15 Barter, P. (2013) “Cars are parked 95% of the time”. Let’s check! Reinventing Parking. 22/02/2013. Available at: http://www.reinventingparking.org/2013/02/cars-are-parked-95-of-time-lets-check.html (Accessed: 01/07/2016).
16 UITP (2014) Opening up Transport Data in London. UITP. 13/03/2014. Available at: http://www.uitp.org/opening-transport-data-london. (Accessed: 01/07/2016).
17 Department for Transport (2016) Driving licence holding and vehicle availability (NTS02). Part of National Travel Survey statistics. Available at: https://www.gov.uk/government/statistical-data-sets/nts02-driving-licence-holders. (Accessed: 01/07/2016).
18 Department for Transport (2015) Road Trafic Forecasts 2015. Available at: https://www.gov.uk/government/uploads/system/uploads/attachment_data/ile/411471/road-trafic-forecasts-2015.pdf (Accessed: 01/07/2016).
19 Sulopuisto, O. (2016) Why Helsinki’s innovative on-demand bus service failed. Cityscope. 04/03/2016. Available at: http://citiscope.org/story/2016/why-helsinkis-innovative-demand-bus-service-failed. (Accessed: 01/07/2016).
20 American Public Transportation Association (2016) Shared Mobility and the Transformation of Public Transit. American Public Transportation Association. Available at: https://www.apta.com/resources/reportsandpublications/Documents/APTA-Shared-Mobility.pdf (Accessed: 01/07/2016).
21 Transport Systems Catapult (2015b) The Transport Data Revolution: Investigation into the data required to support and drive intelligent mobility. Transport Systems Catapult. Available at: https://ts.catapult.org.uk/wp-content/uploads/2016/04/The-Transport-Data-Revolution.pdf (Accessed: 01/07/2016).
22 MaaS Alliance (n.d.) What is MaaS? Available at: http://maas-alliance.eu/ (Accessed: 01/07/2016).
23 Innovation UK (n.d.) Innovation grants for business: apply for funding. Available at: https://www.gov.uk/government/collections/innovation-grants-for-business-apply-for-funding (Accessed: 01/07/2016).
51
Lead Author:
James Datson: Transport Systems Catapult
Lead Project Sponsor:
Lucy Yu: Department for Transport
Project Contributors:
We would like to thank Nick Knorr, James Gleave, George Hazel, Maria Kamargianni, Chloe Sharp, Giorgio
Orsucci, Ali De Napoli, Kashif Aziz and Marcus Enoch for their contributions.
Stakeholder Contributors:
We would like to thank the following organisations for their support during the project:
AECOM
ALD automotive
Alphabet
Arriva Trains
ATOC
Brompton Bikes
BVRLA
Carplus
Centro
Cisco Systems
Coventry University
DeltaRail
Department for Transport
Enterprise Holdings
First Group
Ford Motor Company Ltd
GoAhead
Highways England
Imperial College London
LeasePlan
Loughborough University
Transport Systems Catapult Exploring the Opportunity for Mobility as a Service in the UK
MaaS Alliance Scotland
Milton Keynes Council
National Express
Network Rail
RSSB
Siemens
Simply Connect Ltd
Stratageeb
TfGM
Telent
Transport for London
TomTom
Transport Focus
Thetrainline
Ubeeqo Limited
Uber
University College London
University of Nottingham
Viaqqio
Xerox
ACKNOWLEDGEMENTS
51
Transport Systems Catapult ,
The Pinnacle,
170 Midsummer Boulevard ,
Milton Keynes,
MK9 1BP,
UK
Tel: 01908 359 999
www.ts.catapult.org.uk
linkedin.com/company/transport-systems-catapult
Twitter: @TSCatapult
MOBILITY AS A SERVICE EXPLORING THE OPPORTUNITY FOR MOBILITY AS A SERVICE IN THE UK
July 2016
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